9 Shuts down more than one line-key production equipment 8 Not spared production equipment/shuts down one line 7 Mobile equipment-e.g., fork truck, transporters 6 Spared production equipment/not spared support equip- ment-product can bemade on one 01' more lines 5 Support equipment spared 4 Infrequently used production equipment 3 Miscellaneous equipment-e.g., water cooler, windows, cafeteria 2 Roads and grounds 1 Buildings and offices Table 6-1 Equipment Criticality (Fixed) "tentative" criticality codes (see Table 6-1) assigned by the Maintenance Planner might expedite the process. The second, Work Type, isdetermined by (1) work c1assand (2) work cat- egory. Work c1assis adynamic attribute such as breakdo~n repair. or rep~ir of apotential failure (failure isimminent; e.g., an overheating beanng) while work category is a fixed attribute such as preventive maintenance or equip- ment alteration. The work category is also defined, in part, by the purpose of the work such as correction of a safety problem 01' improvement of equipment efficiency (economics). . A ranking index for maintenance expenditures (RIME) has been devel- oped to help maintenance departments do amore equitable and logical job of controlling maintenance expenditures. The RIME index consists of: (a) equipment criticality, relating to equipment capacity and reliability, e~ti- mated repair costs and impact on the process, and (b) work c1ass, which takes into consideration safety hazards, operating costs, and labor. Combining these two RIME elements provides a better determination of which maintenance jobs should be scheduled for completion first. A COI11- parison of job RIME numbers will indicate which jobs are essential and ~hich ones can wait. Application of the RIME index results in better main- tenance decisions and leads to better planning. The equipment criticality 123 Performingthe PlanningFunction 3 Metriam- Webster's 11111Collegiale Dictionary The Maintenance Planner initiates job planning based on work orders received and the coded information on the work order. The coded informa- tion includes work type, work category, work c1assification and perhaps others, but initially the primary interest of the planner is focused on thepri- ority that has been indicated for the work tpriority: something given or mer- iting aitention before competing altemativess, 3 J ob priority isthe determinant for sequencing work planning: the highest priority jobs are the first to be planned and the first to be scheduled. J ob priority is assigned by the origi- nator of the work order (request). The priority is based on equipment criti- cality and on the type of work to beperformed. . The ~rst of. th~se, Equipment Criticality, ranks each piece of equipment m relatl?~ t~ItSimpact on the production process. Assignment of equip- mel~t ~l:ltJ caht~SllO.uldbe made jointly by Operations (Production) and Reliability Engmeenng. If equipment criticalities have not been assizned it is ~heresponsibility of the Maintenance Planner to ensure that they ~et assigned, aresponsibility where the planner's tact, perseverance and persua- srveness can be put to the test. The generation of an equipment listing with 6.1.2 Criticality and Prioritization In order to manage and control backlog to predetermined levels, i.e., 2 to 4 weeks of ready available backlog, the Maintenance Planner and the Maintenance Scheduler (if planning and scheduling are assigned to separate people) must work together closely. They must know the level of resources (personnel) available each week, If there is adecrease in available resources (v~cation, ~raining, etc.?) there will be corresponding increase in backlog. Without pnor knowledge of resource levels, the backlog could go out of the control bando Backlog trends up or down should beinvestigated if the cause is not known in advance. It is important to know whether it is a temporary trend .or aper~a~en~ one (e.g., a continuing trend of decreasing backlog is very likelyan indication that the sizeof the maintenance group is too large for the mall1tenance workload). For the planner and the scheduler to man- age backlog based on available resources, they must beapprised of resource levels on a weekly basis. Each maintenance supervisor must be required to submit weekly manning level reports to the maintenance scheduler in order for the schedule to know how rnuch of the planner's available work can be schedl~led. Appendix C, Exhibit C-2 illustrates a"Weekly Resource Report" report~ng formothat provides all of the information necessary for this weekly reporting requirement. MaintenancePlanningand Scheduling 122 {dl Classof Work{vertical values ter Table{al Crltlcllty Deserlptlon 10 Shuts downentlreplant--<l.g.utllltles Shuts down more than one Une-key productlon 9 equlpment B Nct spared productlon equlpmentlshutS down eneUne 7 Mablle equlpment---e.g., fork truck, transporters Spared produetlon equlpmenllnot spared support 6 equlpment-product can be made on one or more IInes 5 Support equlpmentspared 4 Infrequently used productlon equlpment Mlscellaneous equtpment+e-q. water cooler, 3 wlndcws, cafeteria 2 Roads and grounds t BuUdlngs and oH Ices {el Crllleallty{horizontal values for Table{al Prlorlty rme E Emergency 1 Urgent 2 Critleal 3 Rush 4 EssenUal - but deferrable 5 Deslrable 6 Shutdown 7 Aoutlne {eelllnputs lor Table{al WorklJ ob Priorlty {bl 654321 {al WorklJ ob PrlorltyValldallon Table 6-3 RIME Index Priority Assignments Performing the Planning Function '25 Index Description 10 BreakdownlReal Safety/Regulatory Compliance/Quality 9 Product/quality loss 8 Potential breakdown 7 Preventive maintenance 6 Working Conditions/Safety/Security 5 Shutdown work 4 Normal maintenance 3 Projects and experimental 2 Cost reduction 1 Spare equipment/parts Table 6-2 Work Class (Dynamic) 9 Work Class Definitions Breakdown+Real Safety Regulatory Compliance: Equipment stoppage during plant operation. No production output. Immediate threat to lije or limbo Environmental impact or a serious citation that may shut down a piece of equipment (e.g., high-voltage panel not protected). ProductlQuality Loss: A malfunction that does not result in line shutdown but causes intolerable product/quality prob- lems (e.g., code date, open fiaps). Index # 10 codes are the same as previously defined in Table 6-1. The work cJ ass descriptions are provided in Table 6-2. Work Class ranks each job in relation to each maintenance job or project. Following Table 6-2is aseries of tables in Table 6-3 (a through d) with "suggested" priority assignments for the RIME matrix. It isemphasized that these are suggested priorities. The rela- tionship between equipment criticality and work class as they relate to work arder priority assignment is a local policy issue for individual plants. Whatever the priority correlation with the RIME Index, it should be spelled out in the plant's Work Management Standard Operating Procedure (SOP). In addition to this "local policy" characteristic, the RIME Index assigned priorities must also have built-in flexibility sufficient to allow any values to be overridden by the Plant Manager, the Maintenance Manager and/or the Production Manager (Table 6-2). 1;4 Malntenance Planning and Scheduling Figure 6-2 Relationshipof Priority to Work and Equipment Classifications Must be performed immediately, Higher priority than scheduled work, critical machinery down or in danger of going down until requested work complete. "E" to be used only if production loss, delivery performance, personnel safety (new and imminent), equipment damage or materialloss are involved and no bypass is available Start immediately and work expeditiously and continuously lo completion, including the use of overtime without specific further approval. Only personnel authorized to approve overtime can assign "E" priority Emergency: E Table 6-4 illustrates a recommended Priority Coding system. Following Table 6-4 are complete condition descriptions of each indexed priority code: separate plannable from unplannable work; facilitate sequencing of work order planning and execution; provide indication of lead time available to plan. J ob Priorities are assigned by the WO approval authority. Priorities rank each job in relation to others and establish a time frame within v . : hich jobs should progress. Priority code systems can range from 3or 4 rankings ~o~s many as 15; too few rankings do not provide adequate separatlOn. to aid 111 decision-making, while too many can become cumbersome and difficult to manage. The objectives of assigning work priorities are to: 127 Performing the Planning Function The RIME index can also be useful to the maintenance planner as an ~,:,aluation tool in determining the validity of originator assigned job prior- itres, although, most often, the job priority is self-evident and does not ~equir~v~lidati?n by the planner. However, if there is a question regarding J ob pnonty assignment, the planner must always direct any questions back to the work order approving authority for resolution. This may all seem quite convoluted: work type, work class, work cate- gory, work purpose and seemingly on and on. The graphic in Figure 6-2 may help to make the relationships and usage of work/job attributes a lit- tIeclearer. 2 3 4 5 6 7 Potential Breakdown; an identified problem which must be corrected as soon as production is curtailed (e.g., conveyor belt splice is tearing apart). Preventive Maintenance: Repairs that are identified and per- formed in a preplanned mode to avoid breakdown and all normal work orders generated fromperforrning PM work orders and inspections (e.g., inspections and running adjustment). Shutdown Work: Work which is not critical enough to require immediate shutdown but must be performed only during a planned shutdown period (e.g., major overhaul jobs that are large in scope). Normal Maintenance: Routine work that can be planned, scheduled and completed without disrupting planned pro- duction output (e.g., rebuild gear case). Working Conditions-Safety and Security: Any change in physical environment that is either aesthetically pleasing or motivational, minor safety and security work (e.g., repaint, repair and office door/lock). Projects and Experimental: Engineering projects which are requested to modify design, or improve reliability of equip- ment or processes (e.g., installation of hot air sealer). Cost Reduction-Corrective Maintenance: Work that results in operational changes that will reduce unit costs and does not fall into one of the higher classifications. Replacement of a defective component to eliminate or reduce repetitive repairs (e.g., metalizing a cylinder rod, replacing an open bearing with asealed bearing). Spare EquipmentlParts: Fabrication of multiple spare repair parts (e.g., turning multiple spare pump shafts in a lathe). 8 - o - __ _ ..... I~ "-411\,.1V ....IICUUlllly Assuming that priority codes E, 1and 2 (Emergency, Urgent and Critical) are well controlled and used only for truly critical situations, the planner is predominantly involved with work orders of priorities 3, 4 and 5. Priority 6 (shutdown work orders) is discussed later on in Chapter 8 and priority 7 (routine work orders) is dealt with differently in the Lean Maintenance Environment and will bediscussed later in this chapter. Within priorities 3, 4and 5are requested completion times of 3to 4days, 5days to 2weeks and 48 hours after receipt of the work arder. Priority 3 jobs (as well as "E," "1" and"2" jobs) cannot beeffec- tively planned before scheduling. AlI jobs should be assigned priority "4" or higher whenever possible. Priority 3jobs will be used as fill-in work for person- nel responding to emergency and urgent work orders or will be foreed into the current week's schedule, "bumping" a properly planned job already on the schedule. Performance on the job will be measurably less efficient and cost will be measurably greater than if planned (Priority "4" or "5"). Must be performed before the end of next week, This work can be effectively planned. Itwill be scheduled next week (as opposed to being scheduled in the order of request date). Realize that all requests cannot be completed next week. Priority "4" requests delay the completion of previously requested work of lower pri- ority and drive up the cost of requested work, as over- time will be requested to meet the time/demand con- straints implied by priority. Use Priority "S" if possible. Designates desirable but deferrable jobs. Can be com- pleted anytirne within the next [ew weeks, and can therefore be scheduled on the basis of first requested- first scheduled. A desired completion date may be indicated by the originator. Weeks of backlog report provide the current wait to be anticipated on Priority "S" jobs. Overtime will not be used on Priority "S" jobs unless the work must be performed on anonop- erating day or aging of the request exeeeds six weeks. Work requiring programmed shutdown. Work orders in this category are accumulated for shutdown planning. Used exclusively for routine work: Usually assigned to standing work orders, "7" is not associated with nor- mal day-to-day work order requests. 129 Performing the Planning Function Routine 7 Shutdown 6 Desirable 5 Essential but deferrable 4 3 Rush 2 Critica! to work orders. Emergency work order reports will be sent to plant manager for review. Needed within afew hours, by end 01 shift at latest. Itis the opinion of the work order approval authority that the work must be completed as soon as possible but does not constitute an emergency requiring immediate attention. Maintenanee personnel are assigned as soon as available without halting ajob already in progress. Overtime approval is not implied by "1" priority. Overtime authorization must be obtained by special request, given specific circumstanees, from the autho- rizer or designated authority. Priority "1" should be used for equipment that isdown or in danger of going down and which affects ability to produce desired product mix or renders plant void of backup capacity in event of subsequent failure. Needed within 24 hours. Similar to urgent (1) jobs but with lessurgency. Typically good work to leavefor off- shift coverage personnel. Controlled use of "E," "1" and "2." Priorities must be reserved for truly critical situations or they diminish planning and scheduling effectiveness. Must be performed before end of current week: Normally, this work will be scheduled to start within 1 Urgent Index Title Job Planning E Emergency Un-plannable' 1 Urgent Un-plannable' 2 Critical Usually un-plannable' 3 Rush At least partially plannable 4 Essential-but deferrable Plannable 5 Desirable Plannable 6 Shutdown Plannable 7 Routine Plannable Un-plannablefrom the standpoint of time. !f the work has been performed previously and planning completed, all work planning information should be made available to the work crell'. Table 6-4 Job Priority Assignments IVIGllIlltmanCer-ranrunq ano ::;cheduling '"'0